02/02/2020 PRINCE2 Theme Slides 1 Key places in the book (Principles and Themes) Topic Key Places Responsibility **** If the questions is about a Management Product, see APPENDIX A **** Table Principles Chapter 3 Business Case Appendix A (page 294) Page 52 Organisation Org structure page 63 Page 68 Role descriptions Appendix C Quality Audit trail to quality page 81 Page 83 Example Quality Register page 87 Plans Procedure for plans page 102 Page 101 Example product-based Appendix D NOTE: All levels of plans are listed under ‘Plans’ (page 313) in Appendix A Risk Procedure page 123 Page 122 Responses page 132 Change Procedure page 144 Page 141 Responses page 146 Progress Types of tolerance page 149 Page 154 Who sets tolerances page 150 2 1
02/02/2020 BUSINESS CASE 3 BUSINESS CASE – APPENDIX A (Page 294) Executive Summary Reasons – 1 Fix a problem 2 Take advantage of an opportunity Business Option (minimum of 3) do nothing, do minimal, do something RECOMMENDED OPTION: Benefits: • B1 – measurable improvement resulting from an outcome • B2 – measurable improvement resulting from an outcome • B3 – measurable improvement resulting from an outcome Dis-benefits (negative consequences) Timescales – TWO: Project time AND Benefits time Costs – TWO: Project costs AND Ops & maintenance costs AND THEIR FUNDING ARRANGEMENTS (Where is this money coming from?????) Investment Appraisal (cost – benefit – risk analysis – e.g., ROI, NPV, IRR, ARR, EMV, etc) Major risks (Threats and Opportunities) 4 2
02/02/2020 BUSINESS CASE – APPENDIX A (Page 294) Executive Summary Reasons – 1 Fix a problem 2 Take advantage of an opportunity Benefits Management Approach Business Option (minimum of 3) do nothing, do minimal, do something B1 --- DATE(s) --- step by step instructions RECOMMENDED OPTION: on how to manage and how to measure Benefits: • B2 --- DATE(s) --- step by step instructions B1 – measurable improvement resulting from an outcome • on how to manage and how to measure B2 – measurable improvement resulting from an outcome • B3 – measurable improvement resulting from an outcome B3--- DATE(s) --- step by step instructions Dis-benefits (negative consequences) on how to manage and how to measure Timescales – TWO: Project time AND Benefits time Costs – TWO: Project costs AND Ops & maintenance costs AND THEIR FUNDING ARRANGEMENTS (Where is this money coming from?????) Investment Appraisal (cost – benefit – risk analysis – e.g., ROI, NPV, IRR, ARR, EMV, etc) Major risks (Threats and Opportunities) 5 Tailoring Business Case Organisation: Programme: Corporate standards Programme Business Case has most of the justification information Business Case Project Business Case (content and format) Reduced in content Customer / Supplier: Agile projects: Agile Business Case Supplier Best case BC (all scope is delivered) Customer Business Case Expected BC Business Case Worst case BC (only must haves are delivered) *Incremental delivery means early benefits! 6 3
02/02/2020 ORGANISATION 7 Organisation Structure – page 63 Project Board Senior User(s) Executive Senior Supplier(s) (1) User Interests Business Interests Supplier Interests Usability Value for money Viability Project Assurance Change Authority User Assurance Business Assurance Supplier Assurance Project Manager Project Support (1) Administrative help Day-to-day management Team Manager Team Manager Team Manager (Specialist) (Specialist) (Specialist) May be internal or May be internal or May be internal or external external external 8 4
02/02/2020 Organisation Theme Communication Management Approach Project Board Executive HOW WILL THIS PROJECT TEAM MANAGE Senior Senior User(s) (1) Supplier(s) Business COMMUNICATIONS? User Interests Interests Supplier Usability Value for Interests money Viability For example: Project • STAKEHOLDER IDENTIFICATION Assurance Change User Assurance Authority • STAKEHOLDER ANALYSIS Business Assurance • Communication needs of each Stakeholder Supplier Assurance Role Project Project • Frequency of Communication Management Manager Support Descriptions (1) Administrative activities Day-to-day help management • Who is responsible for helping with Communication Management activities (roles Team Manager Team Manager Team Manager and responsibilities) (Specialist) (Specialist) (Specialist) May be May be May be internal or internal or internal or external external external 9 Tailoring Organisation Organisation: Programme: Clear reporting lines Possible role overlap: Project Board Project Board Senior User(s) Executive Senior Supplier(s) Senior User(s) Executive to corporate Senior Supplier(s) (1) (1) User Interests Business Interests Programme Manager = Supplier Interests User Interests Business Interests Supplier Interests Usability Value for money Viability Usability Value for money Viability structures; more Executive overlap between Project Assurance Change Authority Project Assurance Change Authority User Assurance User Assurance BCM = Senior User Business Assurance Business Assurance Supplier Assurance Supplier Assurance business and supplier Project Manager Project Manager Project Support PMO = Project Assurance / (1) (1) Project Support Day-to-day Administrative help Administrative help Day-to-day management management when projects are Project Support done by internal Team Manager Team Manager Team Manager Team Manager Team Manager Team Manager (Specialist) (Specialist) (Specialist) (Specialist) (Specialist) (Specialist) May be internal or May be internal or May be internal or May be internal or May be internal or May be internal or external external external suppliers external external external Customer / Supplier: Agile projects: Team Managers Additional delivery may be Project Project Board Project Board roles are required for Senior User(s) Executive Senior Supplier(s) Managers at the Senior User(s) Executive Senior Supplier(s) (1) (1) User Interests Business Interests Supplier Interests User Interests Business Interests Supplier Interests Usability Value for money Viability Usability Value for money Viability Agile projects Supplier site. Delivery teams are Contracts Project Assurance Change Authority Project Assurance Change Authority User Assurance User Assurance Business Assurance Business Assurance Supplier Assurance Supplier Assurance more empowered Managers can Project Manager Project Manager (1) Project Support (1) Project Support Administrative help Administrative help Day-to-day Day-to-day management management Different relation represent required with Change multiple external Team Manager Team Manager Team Manager Team Manager Team Manager Team Manager (Specialist) (Specialist) (Specialist) (Specialist) (Specialist) (Specialist) May be internal or May be internal or May be internal or May be internal or May be internal or May be internal or Authority suppliers external external external external external external 10 5
02/02/2020 QUALITY 11 Audit trail to Quality – page 81 Project Product Description CQEs Project Level Acceptance Criteria WHAT 12 6
02/02/2020 Audit trail to Quality – page 81 Quality Management Approach Project Product Description Standards: CQEs Project Level Industry standards Acceptance Criteria AND Company standards WHAT HOW 13 Audit trail to Quality – page 81 Quality Management Approach Project Product Description Standards: CQEs Project Level Industry standards Acceptance Criteria AND Company standards HOW WHAT Product Description Product Description PRODUCER, REVIEWER, APPROVER Product Description PRODUCER, REVIEWER, APPROVER Product Description Quality Criteria PRODUCER, REVIEWER, APPROVER Stage Level Quality Criteria PRODUCER, REVIEWER, APPROVER Quality Tolerances Quality Criteria Quality Tolerances Quality Criteria Quality Method (how to test) Quality Tolerances Quality Method (how to test) Quality Tolerances Product Description Quality Skills (Reviewer skill sets) Quality Method (how to test) Quality Skills (Reviewer skill sets) Quality Method (how to test) Quality Skills (Reviewer skill sets) Quality Skills (Reviewer skill sets) WHAT 14 7
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